Effective Strategy Implementation

Baroto, Mas Bambang; Arvand, Nader; Ahmad, Fauziah

doi:10.12720/joams.2.1.50-54

Cited by 16 publications

(21 citation statements)

References 15 publications

(24 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…According to [7], the effective implementation of an ordinary strategy can beat the additional rate execution of an exceptional strategy. The scholars further argue that organizations do not fail at the point of developing strategies but at the point of execution of the strategic plans such that they not only spend long hours but also have meager resources in the form of human resources, technical and financial resources.…”

Section: F Policy Implementationmentioning

confidence: 99%

See 1 more Smart Citation

Clan Culture as Predictor of Strategy Implementation: Empirical Evidence from Professional Bodies in Kenya

Njagi¹,

Kamau²,

Muraguri³

2020

EJBMR

View full text Add to dashboard Cite

The study aimed at establishing clan culture effect as an agent of strategy implementation in professional bodies in Kenya. The study’s anchoring theory was Cameroon and Queen’s Competing Value Framework (CFV) supported by McKinsey 7S Framework. Positivist philosophy adopting descriptive correlation research design was implemented in the field. Key question was, “How does clan culture affect strategy implementation within the professional bodies registered with the Association of Professional Societies in East Africa within Kenya?” A census of all professional bodies with purposive proportionate sample of key respondents was undertaken. This sample involved managers of key departments involved in strategy implementation including Information Communication Technology (ICT), planning, human resources, procurement, marketing, and finance. From target sample of 168 respondents from 28 professional bodies, the study received 132 filled structured questionnaires for analysis. Multiple linear regression analysis was applied through SPSS computer package using regression models to test the hypothesis H01: There is no relationship between clan culture and strategy implementation in professional bodies in Kenya. Findings indicated that, the coefficient for organization glue, (β = .153, t = 1.848, p<.05) and strategic emphasis (β = .299, t = 3.609, p<.05) which were the constructs for clan culture significantly predicted strategy implementation in professional bodies. Results led to rejection of the null hypothesis. Study findings are significant and implementable within various organizations including government, industry players, and academia amongst others. From the findings, the study recommends leadership and policy planners to implement clan culture as demonstrated by the most successful organizations.

show abstract

Section: F Policy Implementationmentioning

confidence: 99%

“…Baroto et al [7] add that adequate allocation of time and its management is a resource allocation issue that could be facilitated by organizational culture. Clan culture (homely working environment), may have diverse and specific influence and varied levels of magnitude of influence on strategy implementation.…”

Section: G Resource Allocationmentioning

confidence: 99%

Clan Culture as Predictor of Strategy Implementation: Empirical Evidence from Professional Bodies in Kenya

Njagi¹,

Kamau²,

Muraguri³

2020

EJBMR

View full text Add to dashboard Cite

show abstract

“…Strategy implementation and strategy formulation of the country administration organizations were related to the strength of participation of local administrative organizations. Baroto et al (2014), conducted a study on effective strategy implementation. The study proposed an integrated model that collected the perspective of resources based on the concept of "McKinsey 7S" and the perspective of industry organizations.…”

Section: Strategy Formulation and The Effectiveness Of Smallsized Schmentioning

confidence: 99%

Strategic leadership factors of school administrators influencing the effectiveness of small- sized schools

Singphen¹,

Poopayang²,

Siphai³

et al. 2019

Int. J. Educ. Admin. Pol. Stud.

View full text Add to dashboard Cite

This research is aimed to study the direct, indirect and total influence of strategic leadership factors of school administrators influencing the effectiveness of small-sized schools. The samples were 1,396 administrators of small-sized schools under the primary educational service area office, the Basic Education Commission in the academic year 2017. The population was 15,999 small-sized school administrators who are administrating in small-sized schools under the primary educational service area office of the Basic Education Commission of Thailand. The research was conducted in the same academic year. It was found that Setting Organizational Direction (SETTD) had direct influence, an indirect influence, and a total influence on the effectiveness of most small-sized schools. In addition, strategy formulation (STRAT) had an indirect influence higher than the strategy implementation with the influence value of 0.044. The strategic control and evaluation (EVALU) had a direct influence and a total influence on the effectiveness of small-sized school with the influence value of 0.046. The model for developing the strategic leadership of school administrators of small-sized schools was obtained.

show abstract

“…So it can be concluded that strategy is a choice about actions carried out by the organization to achieve its objectives and to achieve excellence competitive. To be more effective in implementing strategies, the approach is unique and that most in accordance with the conditions of internal and external factors and very important challenges (Baroto, Arvand, & Ahmad, 2014).…”

Section: Table 21:-matrix Swot Analysismentioning

confidence: 99%

Swot Analysis to Determine Development Strategies at Naval Technologycolleges(a Case Study).

Prabowo¹

2019

IJAR

View full text Add to dashboard Cite

The organization of higher education conducted by the navy and has received recognition from the government. This opportunity is well utilized by naval technology colleges to continue to develop in service and lead to very high competition. To deal with various the problems mentioned above, naval technology high schools must have a strategy that is appropriate to deal with it. The purpose of this study is to provide an analysis of the development of naval technology Colleges strategies in facing the demands of universities. The method used in this study uses the SWOT analysis method. The SWOT analysis is used to identify criteria for strengths, weaknesses, opportunities, and threats that exist in naval technology colleges. The results of the study indicate that Human Resources issues are crucial in increasing the competitiveness of universities. Quality of lecturers and the effectiveness of education staff is the main thing to increase the power competitiveness of universities, also in terms of increasing the competitiveness of college graduates

show abstract

Effective Strategy Implementation

Cited by 16 publications

References 15 publications

Clan Culture as Predictor of Strategy Implementation: Empirical Evidence from Professional Bodies in Kenya

Clan Culture as Predictor of Strategy Implementation: Empirical Evidence from Professional Bodies in Kenya

Strategic leadership factors of school administrators influencing the effectiveness of small- sized schools

Swot Analysis to Determine Development Strategies at Naval Technologycolleges(a Case Study).

Contact Info

Product

Resources

About